About a year ago, CareFirst BlueCross BlueShield had individual contingent labor programs operating in four separate business areas. With total staff augmentation headcount of about 700 — about 90% in IT — and spend of about $130 million, the separate, “siloed company-run MSPs” were essentially doing the same things, often with overlapping vendors but different business terms, says Stacey Handshoe, program manager, contingent labor governance and shared services.

“The conclusion there is we’re competing against ourselves, and why would we do that?” Handshoe explains. “So, she rallied senior leadership around the business case for centralizing contingent labor functions under one organizational HR department.

The disparate programs are now centralized in HR and in one VMS, and her department is working feverishly to align all of CareFirst’s contingent labor operating principles. This centralized model is expected to result in $1.5 million in savings in 2019.

Going forward, her team plans to standardize contracts and refine the now-unified program into a one-stop-shop recognized as the company experts for triaging the external labor needs of the organization.

Handshoe has been in talent acquisition since graduating college with degrees in both human resources as well as logistics and supply chain management. She has spent the last five years at CareFirst, initially in IT contingent labor procurement and then in HR in program management.